Matthew Andrews
نویسنده
چکیده
The last decade has seen many governments attempting to establish a results-oriented (or performance-based) budgeting approach. The emphasis on results or performance in the budget process reflects a new belief that public sector accountability should focus on what government does with the money it spends, rather than just the process of controlling such expenditure (Osborne and Gaebler 1992). In the parlance of new institutionalism, results-oriented or performance-based budgeting reforms introduce rules and norms that make it culturally appropriate for, and/or induce (through positive and negative incentives), public representatives and managers to concentrate on outcomes and outputs rather than inputs and procedures.1 A valid question at this juncture is: How well have reforms worked in introducing a results orientation into budgeting processes (with representatives and managers being accountable for results) and where should reformers be concentrating to improve such effects?
منابع مشابه
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Jeffrey G. Andrews, Iain Collings, Robert W. Heath, Jr., Matthew McKay, Antonia Tulino Dept. of Electrical and Comp. Engineering, University of Texas at Austin Email: {jandrews,rheath}@ece.utexas.edu 2 Commonwealth Scientific and Research Organization (CSIRO) Email: [email protected] 3 Dept. of Electronic and Computer Engineering Hong Kong University of Science and Technology Dip. di Ing. ...
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1 Department of Medicine, University of Cambridge, Addenbrooke’s Hospital, Cambridge, United Kingdom, 2 Clinical Microbiology and Public Health Laboratory, Health Protection Agency Microbiology Services, Addenbrooke’s Hospital, Cambridge, United Kingdom, 3 The Medical School University of St. Andrews, North Haugh, St. Andrews Fife, United Kingdom, 4 The Wellcome Trust Sanger Institute, Wellcome...
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